Make Winning a Habit [с таблицами]
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We can ask if the new sales process or technology was helpful or not and, if so, how. We also can determine whether a strategy review was conducted by the sales manager and if it was helpful or not. (This involves more accountability and visibility for the front-line sales managers.) This is also an opportunity for the reps to say where they need help and more follow-up training.
Deal-Tracking Survey
One of the new metrics introduced at Apple to help determine the effectiveness of its training initiative was an Internet survey of over 400 deals that had been coached in strategy review sessions. The beauty of the survey was its efficiency. The survey consisted of a half-dozen questions that branched further only under certain conditions. It didn’t take much time to complete.
Rather than just ask why they won or why they lost, it prompted the sales reps about how well they understood the elements of their sales process in the deal. For example, how well did they understand the decision-making process? Did they understand the client’s strategic issues? Did they detect a pain that was a source of urgency?
It also asked if the reps had conducted a strategy session with their managers, and if so, was it helpful?
With this metric, managers were able to see that their win ratio when they used the process was significantly higher than when they didn’t. They also identified specific areas where salespeople needed more training, which could be done by e-learning modules or reviews.
A very useful outcome was that managers learned that their people weren’t qualifying out of enough bad deals. They rewrote their qualification criteria to focus on their more winnable deals.
The last outcome was to identify which managers were conducting strategy sessions and which were not. Interesting phone calls followed. Greater visibility had pushed accountability to the front-line sales managers, where it belonged.
Performance Reviews — More Than Just Deal Competence
One of the biggest mistakes companies make is reserving employee performance feedback for the typical annual review.
I am still amazed at how many companies don’t consistently use performance reviews at all and how many sales organizations use the standard one provided by HR as a way to review salespeople. Based on the effectiveness of most canned reviews, one can understand why.
The best practice is to write performance reviews for salespeople that include the skills, knowledge, and behaviors required to execute your best practices sales cycle. Otherwise, reviews usually are a waste of time.
But there is more to overall performance than deal competency and personality. In addition to competence and chemistry, many salespeople fail because of a lack of commitment, lack of character, lack of communication skills, or lack of cognitive ability to think quickly on their feet.
Deal competency alone may be less than half of overall sales competency, and this can only be measured by observation by sales managers and documented in a performance review designed specifically to measure performance in the field. Figure 9–2 presents a useful diagnostic tool for identifying performance problems in both deal management and the other important elements of overall performance.
Written tests and training session “smile sheets” only measure awareness and acceptance. Assessments on behavioral “smile sheets” only measure awareness and acceptance. Assessments on behavioral traits and other things just measure potential. Win-loss reports and numbers just measure deal competency. Only a manager can tell whether the salesperson is competent, as well as committed.
Salespeople become unmotivated because their goals are out of reach, they have lost belief in the company, they have lost belief in the products, or maybe they have personal distractions or have lost confidence all together.
We find that a large number of salespeople fail because of a lack of character. They are not trustworthy. They think selling is a manipulative game. They are not honest with their clients, they are not honest with their managers, and they are not honest with themselves.
Some of them have other businesses on the side. Some of them are not honest with their managers about where they stand in their deals. Some of them set expectations too high, hoping they’ll be gone by the time the price has to be paid.
In order to build trust with a client, a person first has to be trustworthy. It’s not a matter of what they do; it’s a matter of who they are. This goes back to the hiring profile and can only be identified after the hire by performance. Obviously, a 360-degree assessment is even better because teammates and customers sometimes will spot this before the sales manager will.
Numbers alone are not always adequate. A sales rep can make his or her number and still lose a lot of business based on the territory’s potential. I’ve seen hot markets where a chimpanzee in a three-piece suit could make quota.
Conversely, I’ve observed one of the best salespeople I know do everything right and still struggle for a year. A good performance review spotted the problem (we had changed his territory twice — he had been setting up deals that other salespeople closed). Performance observation saved a future star who went on to become an extremely successful performer and manager.
What about Motivation?
To me, there are two sources of motivation— inside-out and outside-in. One lasts; the other doesn’t. I think real motivation comes from inside:
• A quality solution or product that they feel really helps a customer — one that the customer will thank them later for selling to them.
• A solution that can win. It doesn’t have to be superior; it just has to have relative strengths that they can focus on the right prospect without stretching the truth. It must be one in which they can have contagious conviction. Salespeople have to have a playable hand. They can only make up so much gap.